湖北襄樊市国合商业系统所属300多个企业,现有干部职工4万多人,年商品购销总额35亿元,是我市商品流通领域里的一支主力军。 1992年上半年以来,襄樊市国合商业企业借鉴外地的经验,积极引入个体经营机制,把国合商业的声誉、信誉等无形资产和个体经营的灵活性相结合,在小型国合商业企业积极推行“公有私营”新模式,已初步收到明显效果,到1993年8月底,全市已实行“公有私营”的国合商业小企业和门店4065户,推行面达61.68％,参与经营的职工12320人,抽回商品资金3462万元,按合同规定上交承包费2253万元,比资产承包前一年实现利润340万元,增长5.63倍,小型国合商业企业日益显示出勃勃生机和活力。 一、主要做法 (一)在经营机制上找出路。近几年来,我市国合商业企业逐步陷入了经营萎缩、包袱剧增、效益低下乃至严重亏损的困境之中,一部分企业已到了资不抵债、难以为继的地步,尽管这几年先后推行了经营承包责任制,“四放开”、“破三铁”等一系列改革措施,也取得了一定成效,但由于没有突破传统思维方式,没有触及到企业经营机制这个根本,企业的“大锅饭”、“二锅饭”仍然存在,职工吃企业,企业吃银行,效益低下的状况仍得不到根本改变。仅供销系统,到1992年止,258个独立核算企业,有151个发生亏损,亏损面达59? Xiangfan City, Hubei Province, the state-owned commercial system belongs to more than 300 enterprises, existing cadres and workers more than 40,000 people, the total annual purchase of 3.5 billion yuan of goods, is the city’s circulation of goods in the field of a main force. Since the first half of 1992, the state-owned commercial enterprises in Xiangfan City have drawn lessons from the experiences in the field and actively introduced self-employed management mechanisms. They combined the flexibility of intangible assets such as reputation and prestige of the State Council with those of individual businesses, By the end of August 1993, the city has implemented 4,065 state-owned and private-owned small state-owned commercial enterprises and stores with a total implementation of 61.68% and employees involved in the operation 12320 People, with the funds of 34.62 million yuan withdrawn from commodities, paid a contractual fee of 22.53 million yuan according to the contract, a profit of 5.6 million yuan more than that of the asset-contracting one year earlier. The small state-owned commercial enterprises are increasingly showing vitality and vitality. First, the main approach (A) in the operating mechanism to find a way out. In recent years, the state-run commercial enterprises in our city have gradually plunged into the dilemma of shrinking operations, increasing burdens, low returns and even serious losses. Some of them have reached the point where they can not afford to pay off their debts and are unsustainable, despite the successive implementation in recent years A series of reform measures such as the operation contract responsibility system, “four liberalizations” and “breaking the three railways” have also yielded some success. However, since they did not break through the traditional mode of thinking and did not touch on the fundamental issue of the enterprise management mechanism, “” Two pots of rice "still exist, workers eat the enterprise, enterprises eat bank, the situation of low efficiency still can not be fundamentally changed. For the sales system only, by the year of 1992, there were 151 losses in 258 independent accounting enterprises with a loss of 59%.